The document discusses improving management practices by focusing on building meaning, innovating management styles, accelerating learning, running experiments, embracing playfulness, nurturing happiness, and managing systems effectively. It advocates balancing networks for creativity and hierarchies for efficiency. It also provides a model for celebrating different outcomes, suggesting celebrating successes from good practices while also celebrating learning from experiments. The overall message is that management should prioritize meaning, learning, and happiness over rigid control.
The research is clear: happy workers are more productive workers. And it’s best when managers enjoy their jobs as well. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to change the organization’s culture, and make it a happier place to work. This is not only relevant for managers, but for everyone who is concerned about the organization. We create a happier environment by managing ourselves, and lead by example, in an environment focused on experiments and learning.
How can we inspire workers with a goal? (Answer: start your own work exposition)
How can we have a better team culture? (Answer: share your personal maps)
How can we address core values? (Answer: start sharing your value stories)
All creative workers are expected to be “servant leaders” and “systems thinkers”. In this session, you will learn how you can do that concretely, with a number of inspiring stories and examples. As Gandhi said, “Be the change you wish to see.” A happier organization starts with people managing themselves.
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
hafentalks #10 - Jurgen Appelo: "Managing for Happiness"hafentalks
On 13 February 2018, Jurgen Appelo, author, speaker, serial founder snd successful entrepreneur, held this talk at the "hafentalks", an event series on technology, corporate culture and design in Düsseldorf, organized by InVision: "The research is clear: happy workers are more productive workers. ‘Managing for Happiness’ is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. Agile transformations don’t end with introducing Scrum in the software teams. In this session, you will see with a number of inspiring stories and examples how to manage the system, not the people. This is relevant for everyone who is concerned about the organization. A happier organization starts with people managing themselves."
This presentation is based on L.David Marquet's book, "Turn the Ship Around", a semi-autobiography on how he managed a crew of 135 men in a $2 billion nuclear submarine.
Empowering your staff to become an elite in their career path can be an almost impossible process - quite akin to leading a horse to water. Marquet details the four elements of what it takes to truly and permanently guide your team mates into transforming their outlook on work in a very meaningful, effective way.
20090507 Self Management for Self Development 64s ATI, EPI, Ramanthapur, Hy...viswanadham vangapally
Self-Management for Self-Development is one of the topics included in the One-week programme on Human Resources Development, organized by the Advanced Training Institute, Electronic Process Instrumentation, Ramanthpur, Hyderabad. Every person must consider himself or herself as a life-long learner. While during the early phases of life, parents and teachers are likely to provide the required guidance, during later part, every one has to assume responsibility on their own, for their self-development. Ability to manage oneself, time, resources, energy and everything else constitutes the beginning. Without self-management, you cannot hope to plan and achieve self-development. This presentation covers certain related aspects.
The research is clear: happy workers are more productive workers. And it’s best when managers enjoy their jobs as well. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to change the organization’s culture, and make it a happier place to work. This is not only relevant for managers, but for everyone who is concerned about the organization. We create a happier environment by managing ourselves, and lead by example, in an environment focused on experiments and learning.
How can we inspire workers with a goal? (Answer: start your own work exposition)
How can we have a better team culture? (Answer: share your personal maps)
How can we address core values? (Answer: start sharing your value stories)
All creative workers are expected to be “servant leaders” and “systems thinkers”. In this session, you will learn how you can do that concretely, with a number of inspiring stories and examples. As Gandhi said, “Be the change you wish to see.” A happier organization starts with people managing themselves.
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
hafentalks #10 - Jurgen Appelo: "Managing for Happiness"hafentalks
On 13 February 2018, Jurgen Appelo, author, speaker, serial founder snd successful entrepreneur, held this talk at the "hafentalks", an event series on technology, corporate culture and design in Düsseldorf, organized by InVision: "The research is clear: happy workers are more productive workers. ‘Managing for Happiness’ is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. Agile transformations don’t end with introducing Scrum in the software teams. In this session, you will see with a number of inspiring stories and examples how to manage the system, not the people. This is relevant for everyone who is concerned about the organization. A happier organization starts with people managing themselves."
This presentation is based on L.David Marquet's book, "Turn the Ship Around", a semi-autobiography on how he managed a crew of 135 men in a $2 billion nuclear submarine.
Empowering your staff to become an elite in their career path can be an almost impossible process - quite akin to leading a horse to water. Marquet details the four elements of what it takes to truly and permanently guide your team mates into transforming their outlook on work in a very meaningful, effective way.
20090507 Self Management for Self Development 64s ATI, EPI, Ramanthapur, Hy...viswanadham vangapally
Self-Management for Self-Development is one of the topics included in the One-week programme on Human Resources Development, organized by the Advanced Training Institute, Electronic Process Instrumentation, Ramanthpur, Hyderabad. Every person must consider himself or herself as a life-long learner. While during the early phases of life, parents and teachers are likely to provide the required guidance, during later part, every one has to assume responsibility on their own, for their self-development. Ability to manage oneself, time, resources, energy and everything else constitutes the beginning. Without self-management, you cannot hope to plan and achieve self-development. This presentation covers certain related aspects.
An eBook full of great advice for Operations Business managers with many contributirs but organized and coordinated by Terry O'Hanlon from Reliabilityweb
Tips for creating a Self Organizing TeamsYves Hanoulle
The presentation was delivered in
Kjiv (AgileEE)
Geneve (AgileTourGeneve),
Agilis2009 (Iceland)
Scandinavian Developer Conference 2010
Agile Tour Bordeaux 2010
IN THIS SUMMARY
In The Improvisation Edge, author Karen Hough provides a guide for applying the intrinsic collaborative skills and behaviors of theatrical improvisers to increase innovation and efficiencies and to build trust within an organization. Four secrets of improvisation are presented that organizations can apply to build collaboration and trust in the workplace: 1) cultivate a positive atmosphere by creating Yes! Space; 2) encourage the growth of ideas with Building Blocks; 3) promote sharing and Team Equity; and 4) view surprises and mistakes as opportunities for innovation with Oops to Eureka! These four secrets are aimed toward trainers and managers looking to establish trust and build teamwork among their employees.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/improvisation-edge
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
Fit for the future... leadership and culture in a digital ageEva Appelbaum
Presentation for DMX Dublin 8 March 2017
We are living in a volatile, uncertain, complex and ambiguous world. Businesses must address this reality, or risk their own future. The possibilities of digital channels and technology can inspire innovation and creative spirit, but it also causes stress as people and organisations are faced with change. We often hear that transformation it is really about people & culture.
So what does that mean? What are the characteristics of 'digital' culture and how do you foster it? What are the leadership skills needed to drive change? How do you bring people along with you as you lead change? And what does transformation look like when it is people-centric?
Eva will draw on her years of experience leading digital in organisations such as the BBC, Amnesty International and Group M to consider how organisations and employees can be fit for the digital age.
2015 Oct 29 [ab] - Work Ethics - MCR HRD - [Please download and view to app...viswanadham vangapally
2015Oct29 - Work Ethics and Social Responsibilities of Government Officers - Programme at Dr. Marri Chenna Reddy Human Resource Development Institute.
This is the first one of the 3 power point presentations being used for today's session. The live audio recording of the session will be uploaded, in due course.
You are most welcome to give your valuable feedback:
viswam.vangapally@gmail.com
Making Elephants Dance -- How corporates can lean into the future with Lean S...Janice Fraser
The greatest risk to business today is the pace of change, and entrepreneurship is the solution. This talk provides a preview of Eric Ries' Leader's Guide, which provides a framework for implementing Lean Startup throughout a company.
Netex learningCoffee | Video Arts Collections [EN]Netex Learning
Entertaining and effective soft-skills training.
The Video Arts Collection has been designed to make the most of training whenever and wherever you like.
Mark Grove presented on Cumulative Flow Diagrams at the DC Scrum User Group. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The Cumulative Flow Diagram (CFD). Perhaps you’ve heard of it. Maybe you’ve been told it can help you better understand the flow of work, identify bottlenecks, and get a sense how long work items will take to complete. It sounds intriguing, but…how exactly do you read it? What is it trying to tell you? How can you use it to improve your team’s flow? Perhaps you’re a Scrum team using a traditional burndown chart. Could the CFD be more helpful?
In this part lecture, part workshop presentation, we’ll take a closer look at what a CFD is, how it’s constructed, and, most importantly, how to interpret what you’re observing. Being able to identify patterns in your CFD is a valuable skill to better understand how work is flowing across your Scrum or Kanban board. We’ll then examine several CFD patterns you might see with your teams while addressing three key questions: What are you observing? Why might it be happening? and What actions might you suggest for improvement?
Mike Bowler presented on Psychological Safety at the DC Scrum User Group in November. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The term "psychological safety" was originally coined by Amy Edmondson to describe a behaviour that we can observe. But what does it mean to be psychologically safe? Why is this such a powerful and critical aspect to ourselves, and those around us?
When we dig a bit deeper, we find that psychological safety is deeply connected to our own survival mechanism. If we're going to create a positive and safe environment, we'll need to address it. And in order to do so, it's helpful to understand what's really going on in our brains.
In this session, we'll look at what we know from neuroscience and psychology about psychological safety. We'll discuss what we might be able to do in our environments, regardless of our job title or role, to make things better for ourselves, and for those we work with.
More Related Content
Similar to Managing for Happiness by Jurgen Appelo
An eBook full of great advice for Operations Business managers with many contributirs but organized and coordinated by Terry O'Hanlon from Reliabilityweb
Tips for creating a Self Organizing TeamsYves Hanoulle
The presentation was delivered in
Kjiv (AgileEE)
Geneve (AgileTourGeneve),
Agilis2009 (Iceland)
Scandinavian Developer Conference 2010
Agile Tour Bordeaux 2010
IN THIS SUMMARY
In The Improvisation Edge, author Karen Hough provides a guide for applying the intrinsic collaborative skills and behaviors of theatrical improvisers to increase innovation and efficiencies and to build trust within an organization. Four secrets of improvisation are presented that organizations can apply to build collaboration and trust in the workplace: 1) cultivate a positive atmosphere by creating Yes! Space; 2) encourage the growth of ideas with Building Blocks; 3) promote sharing and Team Equity; and 4) view surprises and mistakes as opportunities for innovation with Oops to Eureka! These four secrets are aimed toward trainers and managers looking to establish trust and build teamwork among their employees.
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/improvisation-edge
TAKEON! IS A PROGRAM FOR IMPROVING BUSINESS PERFORMANCE THAT GETS PEOPLE WORKING TOGETHER ON WHAT MATTERS MOST.
The results are immediate and measurable.
TakeON! resources and concepts are easily woven into existing practices.
You own it, you lead it, it’s your take on what matters to your business now.
Imagine people across your organisation coming together regularly, discussing what’s already working, what could be improved, and how they can contribute. Dozens of suggestions are generated and acted upon. The power comes not from a single silver-bullet idea, but in creating a culture of constant incremental change.
TakeON! enables these conversations at leader level or across your whole business. What’s more, it focuses them on the specific challenges that you face today. This creates quick wins that build confidence and momentum across the business.
Fit for the future... leadership and culture in a digital ageEva Appelbaum
Presentation for DMX Dublin 8 March 2017
We are living in a volatile, uncertain, complex and ambiguous world. Businesses must address this reality, or risk their own future. The possibilities of digital channels and technology can inspire innovation and creative spirit, but it also causes stress as people and organisations are faced with change. We often hear that transformation it is really about people & culture.
So what does that mean? What are the characteristics of 'digital' culture and how do you foster it? What are the leadership skills needed to drive change? How do you bring people along with you as you lead change? And what does transformation look like when it is people-centric?
Eva will draw on her years of experience leading digital in organisations such as the BBC, Amnesty International and Group M to consider how organisations and employees can be fit for the digital age.
2015 Oct 29 [ab] - Work Ethics - MCR HRD - [Please download and view to app...viswanadham vangapally
2015Oct29 - Work Ethics and Social Responsibilities of Government Officers - Programme at Dr. Marri Chenna Reddy Human Resource Development Institute.
This is the first one of the 3 power point presentations being used for today's session. The live audio recording of the session will be uploaded, in due course.
You are most welcome to give your valuable feedback:
viswam.vangapally@gmail.com
Making Elephants Dance -- How corporates can lean into the future with Lean S...Janice Fraser
The greatest risk to business today is the pace of change, and entrepreneurship is the solution. This talk provides a preview of Eric Ries' Leader's Guide, which provides a framework for implementing Lean Startup throughout a company.
Netex learningCoffee | Video Arts Collections [EN]Netex Learning
Entertaining and effective soft-skills training.
The Video Arts Collection has been designed to make the most of training whenever and wherever you like.
Mark Grove presented on Cumulative Flow Diagrams at the DC Scrum User Group. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The Cumulative Flow Diagram (CFD). Perhaps you’ve heard of it. Maybe you’ve been told it can help you better understand the flow of work, identify bottlenecks, and get a sense how long work items will take to complete. It sounds intriguing, but…how exactly do you read it? What is it trying to tell you? How can you use it to improve your team’s flow? Perhaps you’re a Scrum team using a traditional burndown chart. Could the CFD be more helpful?
In this part lecture, part workshop presentation, we’ll take a closer look at what a CFD is, how it’s constructed, and, most importantly, how to interpret what you’re observing. Being able to identify patterns in your CFD is a valuable skill to better understand how work is flowing across your Scrum or Kanban board. We’ll then examine several CFD patterns you might see with your teams while addressing three key questions: What are you observing? Why might it be happening? and What actions might you suggest for improvement?
Mike Bowler presented on Psychological Safety at the DC Scrum User Group in November. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The term "psychological safety" was originally coined by Amy Edmondson to describe a behaviour that we can observe. But what does it mean to be psychologically safe? Why is this such a powerful and critical aspect to ourselves, and those around us?
When we dig a bit deeper, we find that psychological safety is deeply connected to our own survival mechanism. If we're going to create a positive and safe environment, we'll need to address it. And in order to do so, it's helpful to understand what's really going on in our brains.
In this session, we'll look at what we know from neuroscience and psychology about psychological safety. We'll discuss what we might be able to do in our environments, regardless of our job title or role, to make things better for ourselves, and for those we work with.
Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Have you ever thought to yourself...
• How can we make Agile Scaling less of a goal itself and more of a method to get our organizational goals?
• We know we need to scale but where do we go from here?
I'll share the three factors that emerged as common themes throughout my experience working on government Agile Scaling projects that ultimately impacted the trajectory of each agency's Scaling journey:
• Communicate vision consistently
• Focus on your people genuinely
• Create your own path intentionally
Regardless of the agency acronym or the frameworks used, these concepts shaped their Scaling outcomes.
So, whether you are working in the government, commercial or the non-profit space, these concepts can help you take your organization to the peak of its Agile Scaling journey.
Franky Jones presented on Beyond Software at the DC Scrum User Group on June 21, 2021.
In this discussion, we will explore how a single conversation between coworkers on a software team sparked the implementation of Scrum across an entire organization. Leveraging the teachings from "Beyond the Goal", by Dr. Eliyahu M. Goldratt, we will focus on the transition to Scrum in the design of physical products at a global leader in the robotics industry. Dr. Goldratt is best known for his "Theory of Constraints" and we will frame our discussion of this Scrum transformation using the four questions at the heart of "Beyond the Goal". Join us as we dive into the successes and challenges of taking Scrum beyond software and into physical product design and manufacturing.
More info and video at https://www.kaizenko.com/beyond-software-2
Sandeep Paudel presented on "Beyond Scrum and SAFe - How to Choose the Right Framework for your Teams or Organizations" at the DC Scrum User Group (DCSUG) on June 11, 2021.
Are you confused why Scrum is not working for your software development teams; then you moved to Kanban, which turned out to be a worse decision too. In this presentation, I will share the importance of the Strategic Product Development Life Cycle and not just the Software Development Life Cycle (SDLC) when building software products. You will uncover the Cynefin Framework and how you can apply it to your use case to find the Right Software Delivery Framework for your Teams and Organizations.
On March 12, 2021, Julie Wyman presented on "Agile Lessons From Antarctica" at the DC Scrum User Group.
Video and slides at https://www.kaizenko.com/agile-lessons-from-antarctica-responding-to-change-over-following-a-plan-by-julie-wyman-at-the-dc-scrum-user-group-dcsug/
Abstract
I spent January 2018 in Antarctica hanging out with penguins, whales, and seals. It was about as different from my day-to-day work as an Agile Coach as can be. And yet, on my long flight home, I couldn’t help but reflect on how well my trip aligned with one specific value of the Agile Manifesto: “Responding to change over following a plan.”
I think it’s a common misconception that there’s no need to plan in Agile. And while this isn’t the case, specific approaches to planning do change—from big upfront design to a “just enough” approach. The act of planning still holds great value when it occurs at the right level, but in Agile we accept that many things will change and we’ll need to remain flexible to respond to them. If we’ve planned well, we’ll go into those changes with a clear sense of our goal and how to still achieve it under the new circumstances.
Nowhere is this truer than in Antarctica. Throughout the session, I’ll share six specific takeaways about change and planning that I brought back from my trip. I’ll share how my trip to Antarctica drove home why we need both planning AND, even more importantly, the ability to respond to change and how these real-life, non-software examples of responding to change can serve as great reminders to bring back to more typical work environments, including software development. And after being stuck in Antarctica six days longer than planned, I'll share why my biggest takeaway of them all was increased empathy for team members struggling with dynamic situations!
On December 14, 2020 Aanu Gopald presented Stop and Smell the Rose at the DC Scrum User Group.
Video and presentation available at kaizenko.com
Abstract
The saying “stop and smell the roses.” doesn’t mean to simply smell flowers; it means to live in the moment with a great appreciation for the past, the present, the things around you and the future.
Year 2020 has been filled with many ups and downs for everyone. It’s very easy to get completely caught up in thinking of the bad and the ugly that we often forget to take the time to appreciate the wonderful things happening in our present lives and the beautiful dreams for the future. While it’s easy to thank others for their generosity, practicing self-gratitude often slips under the radar. In this session, we will use different different tools to explore how to turn that gratitude inward rather than outward.
On December 11, Fadi Stephan preseneted the Top 11 Updates to the 2020 Scrum Guide at the DC Scrum User Group. The event was sponsored by Excella and Kaizenko.
The video along with the slides are available at https://www.kaizenko.com/the-top-11-changes-to-the-2020-scrum-guide-by-fadi-stephan-at-the-dc-scrum-user-group-dcsug/
Abstract:
Last month, a new updated version of the Scrum Guide was released by Jeff Sutherland and Ken Schwaber. Join your DC Scrum User Group Agile practitioners for an informal lunch time discussion of the most important updates, why they were made, and the impact they might have.
The Washington DC Scrum User Group (DCSUG) welcomed Hisham Faour and Roy Schiling on Monday August 17th, 2020 to present on "Agile Transformation at the Carlyle Group"
Video and slides at kaizenko.com
ABSTRACT
Hisham and Roy share Carlyle’s 10 year Agile transformation journey from the early stages of adoption to the firm wide transformation. Join us to see what worked, what didn’t and the growing pains along from bottom up to top down, siloed to firm wide approaches, projects to products, and output to outcome.
The Washington DC Scrum User Group (DCSUG) welcomed Jeremy Webb on February 23, 2017 to present on "Happiness, A Key Component of Agile" Abstract: Modern research has revealed a great deal about what makes us happy and how that relates to our personal and professional lives. As we learn more, we are discovering how closely happiness is linked to productivity and that many of our previous notions about how to achieve happiness are flawed. Some organizations have figured out that there is a direct link and are modifying there practices to make their employees happier. As it turns out, principles and systems, such as Agile and its frameworks, inherently make us happier even if the organization may not realize it. Join us Thursday, February 23rd for a discussion on happiness and it's relationship to Agile. Even if you are not an Agile practitioner, many of the takeaways apply across any industry.
Video:
https://www.youtube.com/watch?v=SAj9uo7XTtE&t=1423s
The Washington DC Scrum User Group (DCSUG) welcomed Adam Parker on June 19, 2017 to present on "Finding Lean in Agile: What They Can Learn From Each Other"
Abstract: Explore the connections between Lean and Agile. What is shared? What's similar? What can each learn from the other? Discuss why highly performing teams from both philosophies demonstrate similar traits; including:
• Delivering value to the customer
• Creating and maintaining a stable, people-first environment
• Visualizing the work (Kanban being one example)
• Improving continuously
Video:
https://www.youtube.com/watch?v=TCyVyk0npFM
The Washington DC User Group (DCSUG) welcomed Stephanie Vineyard October 2, 2017 to present on "Applying Analysis in an Agile World"
Abstract:
Agile values and principles don’t call out analysis activities as a supporting practices. The Scrum framework doesn’t specify roles. So, what is the future for business analysis and business analysts in an Agile world? What do you do as an analyst and how can you still provide value?
Agile Alliance and IIBA partnered together to create the new Agile Extension to the BABOK v2. Come join Stephanie Vineyard, part of the core contributor team, to discuss the updated version. We will explore the core principles behind the guide, the rolling horizons for analysis in an Agile environment, and the role of a business analyst in an Agile environment.
The Washington DC User Group (DCSUG) welcomed David Horowitz on April 25, 2016 to present on "7 Secrets of Highly Effective Retrospectives" Abstract: Retrospectives are the core of agility. And yet they are often the scrum ceremony that is most frequently skipped. Many teams like the idea of the retrospective but find them boring, or worse ineffective. Join Retrium (https://www.retrium.com/) CEO and Co-Founder David Horowitz as he reveals seven secrets that lead to effective retrospectives. You'll learn:* The best way to ensure your retrospectives lead to real change* The "pledge" everyone on your team must take before participating* How to know who to include in each retrospective* The single most important thing you can do to keep your team engaged during the retro* And much, much more!
Video:
https://www.youtube.com/watch?v=mGPkGG4Z2A8&t=11s
The Washington DC Scrum User Group (DCSUG) welcomed William Strydom on November 20, 2017 to present on "Servant Leadership"
Abstract:
“The Scrum Master is a servant-leader for the Scrum Team.” - extract from the Scrum Guide™ What is servant leadership? We will talk about where servant leadership came from and what servant leadership is. We will talk about examples of servant leaders in our world and where to find more information about servant leadership. Finally, we will talk about how you can become a servant leader.
Watch the video here:
https://www.youtube.com/watch?v=XqEqdZ56Xko&list=PLV37ChjuLlshd9Wm5vV0XNAA_Lw96KatB&index=2
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
31. Build for meaning
Innovate management
Accelerate learning
Run experiments
Embrace playfulness
Nurture happiness
Manage the system
32. Core Competencies, ROI, bla bla bla, etc.
• Build for meaning
• Innovate management
• Accelerate learning
• Run experiments
• Embrace playfulness
• Nurture happiness
• Manage the system
(something going up)
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42.
43.
44.
45. The word management is
derived from the Italian word
maneggiare, which means
handling horses.
46. Giving and Taking Control
Quite often, when managers delegate work to
people or teams, they don’t give them clear
boundaries of control.
47. Delegation is not a binary thing. There are
more options than being a dictator or an
anarchist. The art of management is in
finding the right balance.
48. 1. Tell
You make a decision
for others and you
may explain your
motivation. A
discussion about it is
neither desired nor
assumed.
49. 2. Sell
You make a decision
for others but try to
convince them that
you made the right
choice, and you help
them feel involved.
50. 3. Consult
You ask for input first,
which you take into
consideration before
making a decision that
respects people’s
opinions.
51. 4. Agree
You enter into a
discussion with
everyone involved,
and as a group you
reach consensus about
the decision.
52. 5. Advise
You will offer others
your opinion and hope
they listen to your
wise words, but it will
be their decision, not
yours.
53. 6. Inquire
You first leave it to the
others to decide, and
afterwards, you ask
them to convince you
of the wisdom of their
decision.
54. 7. Delegate
You leave the decision
to them and you don’t
even want to know
about details that
would just clutter your
brain.
55. The 7 Levels of Delegation is a symmetrical model.
It works in both directions.
56. A delegation board gives managers “something to control”. It is
better that they push around the notes on a delegation board
rather than the people in their organization.
73. Many organizations hold a yearly
company-wide values day where
everybody is invited […] to revisit the
organization’s purpose, values, and
ground rules and inquire how
they […] live up to them.
- Frédéric Laloux, Reinventing Organizations
Values Day
74. The culture of any
organization is shaped by
the worst behavior the
leader is willing to tolerate.
- Gruenter and Whitaker (source unknown)
75. The culture of any
organization is shaped by
the best behavior the
leader is willing to amplify.
